Journal
HUMAN RELATIONS
Volume 74, Issue 8, Pages 1267-1295Publisher
SAGE PUBLICATIONS LTD
DOI: 10.1177/0018726720912309
Keywords
Career potential; career success; job self-efficacy; perceived organizational prototypicality; resilience; variable pay
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Job self-efficacy does not necessarily lead to career success; excessive self-efficacy can be detrimental. High organizational prototypicality may mitigate the negative impact of low self-efficacy on success.
Does job self-efficacy affect career success? In this article, we explore the idea that not only insufficient, but also excessive self-efficacy can impede success. We used multisource, time-lag data on managers working at a social-work organization to test our theoretical predictions. Our results show that job self-efficacy has a curvilinear relationship with resilient behavior, which in turn affects managers' career success: self-efficacy increased resilience up to a point where it turned not significant. We also found an antidote for the negative consequences of low self-efficacy: when managers were perceived to embody the values and behaviors typical in their organization-i.e., high organizational prototypicality-low self-efficacy did not hamper their success. These findings suggest that low job self-efficacy is not invariably an obstacle to being successful in organizations. They also contravene the assumption that the more self-efficacy, the better; a supportive work environment might be just as important.
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